Internally, the firm has already been working on the three platforms of LAW - mentoring, skill development and networking - with its own staff and working out how to introduce the programme, which has been running at DLA Piper in the US since 2006, into the local market.
"We've got a strong commitment to equality, diversity and inclusion and that's fundamental to our success."
DLA Piper attracts the best and brightest graduates, with equal numbers of men and women beginning their careers at the law firm. But by the time they work their way up the career ladder, the ranks of women are beginning to thin.
Cross says it's an important first step to acknowledge that there is a problem in the pipeline and it's something that needs resources and a commitment to addressing. "It's early days," she says. "This is a journey; we're certainly by no means where we'd like to be but we're on the path."
At DLA Piper, strategies to assist women into management positions run the gamut from mentoring, positive role-modelling and quashing inappropriate behaviour, to flexible workplace arrangements.
"There are a lot of different planks but it's just actually walking the talk, that's what's really important.
"You can have these policies but if there are no actions it's just a complete waste of time." The point at which many women leave their workplace, DLA Piper included, is when they take time off to have children.
Cross says it is important for women to clearly identify what they want when they come back from maternity leave and to lead discussions with their employer about how any new arrangements will work, both at the beginning and in the longer term.
"Don't wait for the answers to be provided to you," she advises. The pressure of the partnership structure - a "blunt instrument" admits Cross - can also work against women with commitments outside of work and less time to attend networking functions.
Cross says in recent years the DLA Piper partner review has been changing to a balanced scorecard approach, taking into account other factors rather than just funds under management.
"That's really important because everyone's got something different to offer."
Cross' own maternity leave coincided with the introduction of KiwiSaver - a critical time for the financial services, superannuation and investment law specialist and her team. "I can say, though, that I only received total support from the firm, my colleagues and clients, the clear message being that I needed to go and focus on being a mum.
"At that time I had no firm plan as to how long I would be off for."
Cross returned on a part-time basis after having her daughter, before quickly building up to full-time with the support of her husband at home.
While she isn't often at the school gate, Cross ensures she has some involvement in her daughter's activities, including booking a weekly appointment over winter to coach her netball team.
"I admit at times attending this practice was certainly not easy - particularly in extracting myself out of the office in the middle of the day - but just like any other appointment I committed to doing it."
She says managing a legal career and family is difficult but it can be done. "I'm doing it!"
Cross is able to reflect on the mistakes she has made while moving into leadership, in particular sitting back and waiting for recognition.
"My expectation has always been: Do the hard work and you will be recognised.
"I'm certainly more aware now that that doesn't always happen.
"You've got to be the voice." It was a lightbulb moment, born from "personal, pretty wounding experiences" seeing someone else promoted on the back of the hard work she'd put in.
Giving women the opportunity to learn from the mistakes of leaders - men and women - will be a feature of upcoming LAW events.
Cross is keen to involve men in the programme.
"This is Leadership Alliance for Women but we're very conscious that we want to involve our wider male staff, our young solicitors as well.
"They appreciate what's going on and they're part of the solution moving forward."
